DossIer DIG I TA L

Succeeding at
digital transformation

iStock © Jag_cz
 3
POINT OF vIEW: Leading Digital:
Turning Technology Into Business
Transformation

Based on Leading Digital: Turning Technology into

Business Transformation by George WesTerman,
Didier BonneT and andrew mcafee (Harvard
Business Review Press, October 2014).

6
INTERvIEW: Winning the digital battle
at Pernod Ricard

Interview with maël Tannou, Head of Digital, Sales

and Marketing Solutions, Pernod Ricard Group, January
2015.

DESANGES P-R
8
CASE STUDY: Digital transformation
at Starbucks, Codelco, Asian Paints
and Volvo

http://news.starbucks.com/multimedia
Based on Leading Digital: Turning Technology into
Business Transformation by George WesTerman,
Didier BonneT and andrew mcafee (Harvard
Business Review Press, October 2014).

In brief

Becoming a “digital master” remains How did Pernod ricard deploy its digital starbucks, asian Paints, codelco,
a major challenge for the majority of transformation? The company’s head of and Volvo are all active in vastly
today’s companies. According to the digital, Maël Tannou, explains that they different sectors, but they all share
authors of Leading Digital, “digital did not leave the establishment and digital mastery in common. Learn how
masters” concentrate their efforts communication of key strategic digital these digital masters are using new
on customer experience, operational priorities to chance. The first step: get technologies to redesign operational
efficiency, and business model everyone on board. processes, customer experiences, and
innovation – and suggest the rest of us business models.
follow their lead!

february 2015 • • No 253 • 2

DossIer DIG I TA L

Leading
digital
Turning technology into
business transformation
D ’ après Lead ing Digi t a l : Tur ni ng t e c hno l o g y i nt o bu si n e ss t r a n sf o r m a t i o n d e G e o r g e W e s T e r m a n , D i d i e r B o n n eT
et a ndrew mcafee ( Ha r v a r d Bus i ne s s Re v i e w Pr e ss, o c t o b r e 2 0 1 4 ) .

between 2011 and 2014, George Westerman, Didier bonnet, and Andrew THE WHAT: STRATEGIC
McAfee studied digital transformation in almost 400 non-tech companies PRIORITIES
and found that only a small minority are succeeding at becoming what the
“The what” needed to succeed at becom-
authors call “digital masters.” The fact that digital masters are on average ing digital requires significant investment
26% more profitable than their peers — and this performance gap is in three key strategic priorities: customer
only set to increase with time — is reason enough for Business Digest to experience, operational processes, and
business model innovation.
present the study’s key lessons for digital transformation.

n Designing more rewarding

customer experiences
Digital technologies continue to change work methods, redefine According to a study conducted by Harris Interactive, there was a
business-customer relationships, and reinvent entire industries. 21% rise in the number of consumers who quit companies following
How can you become a truly digital company? George Wester- bad customer experiences between the years 2006 and 2011.*
man, Didier Bonnet, and Andrew McAfee’s study of 391 non-tech And yet, less than half of the companies studied have plans in
companies located in 30 different countries found that today’s place to address this issue. The exceptions are the small minority of
“digital masters,” such as Nike, Burberry, General Electric, “digital masters,” who consistently invest in the following “related
and Banco Santander, excel in two key dimensions: the what of interventions” to create more rewarding customer experiences:
technology, or the management of strategic digital priorities, and 1. “(Putting) customer data at the heart of the whole customer
the how of technology, or leadership capability. experience,” using data analysis and metrics to develop deeper

MEMO

• To be a digital master, companies must excel in two dimensions: digital capability and leadership capability.

• acquiring digital capability requires investment in customer experience, operational processes, and business model innovation.

• Leading digital transformation is about getting everyone in the company on board and moving in the same direction.

3 • • No 253 • february 2015

understandings of customer behaviors. This understanding can
then be used to identify customer pain points and figure out The authors
ways to alleviate them. George Westerman is a research scientist at MIT and coauthor of The
2. Increasing reach and engagement via digital channels, such Real Business of IT (2009) and IT Risk (2007). Didier Bonnet is senior
as mobile apps and social media networks. vice president at Capgemini Consulting. Andrew McAfee is co-director
3. Blurring the lines between customer physical and digital of the MIT Initiative on the Digital Economy and coauthor of The Second
experiences in new ways Machine Age (2014), Race Against the Machine (2011), and author of
Enterprise 2.0 (2009).

n Resolving traditional operational paradoxes

New technologies enable leaders to break free from traditional
managerial paradoxes that undermine operations:
• Standardization and empowerment: Digital technologies en-
able the standardization and, ultimately, automation, of routine
tasks while, at the same time, empowering employees to focus
on more fulfilling tasks.
• Control and innovation: The real-time data provided by new
technologies both increases management control over processes
and makes experimentation and innovation more feasible. nicated the following vision: “Pages Jaunes was not in the business
• Collective orchestration and individual autonomy: digital tech- of producing heavy yellow books. It never had been. It was in the
nologies facilitate give people more freedom in where and how business of connecting small businesses to local customers. Books
they work, while simultaneously enabling managers to synchronize were just an outdated technology; digital technology could do the
work activities more closely. job better.” He also set an ambitious, explicit goal that provided a
clear way of measuring progress: “(To shift) its business mix from
having less than 30 percent digital revenues to more than 75 per-
n Reinventing business models cent within five years.” For the first time since he became CEO of
15% of the companies studied are using game-changing new the company, Jean-Pierre projects overall revenue growth in 2015.
technologies as the basis for strategic business model innova-
tion. The authors provide the following checklist to help you use
digital technologies to challenge your business model regularly n Gaining critical mass
(before the competition does it for you): “Familiarity with digital technology varies widely across em-
• They monitor symptoms for changing business models in ployees. Even digital-savvy employees don’t always adopt new
their industry (for example, commoditization, new entrants, and tools naturally. New ways of working can become a threat to the
technology substitution). conventional way of doing things,” write the authors. Happily,
• They study how to transform their business model before others there are multiple proven leadership strategies for using digitals
in their industry and evaluate the need to replace products and channels to engage employees in the transformation:
services under threat from digital competitors with newer versions. • Set the example by sponsoring, encouraging, and participating
• They experiment with new business models ideas, such as by in initiatives.
creating 100% digital subsidiaries. • Raise the company’s general digital IQ of the company via
training sessions, webinars, MOOCs, and so on
• Recruit digital champions as early adopters of the new ways
of working.
THE HOW: LEADING DIGITAL TRANSFORMATION • Narrow the “digital divide” between younger and older genera-
tions by encouraging each group to break bad habits
Becoming digital also depends on the ability of leaders to get
everyone on board and moving in the same direction.

THREE KEY FACTORS OF SUCCESSFUL

n Sharing a digital transformation vision TRANSFORMATION
A clear, compelling digital transformation vision convinces everyone
of the need for change, gives people an idea of how the change will To transform your company into a digital master, the authors
affect their jobs and how to make it happen. This is precisely the recommend business leaders take the following decisive steps.
kind of vision that the Jean-Pierre Remy gave Page Jaunes when
he became CEO in 2009. At that time, due to competition from
Google, Craigslist, and Yelp, Pages Jaunes faced declining print n Frame the digital challenge
revenues of 10% per year. To persuade his employees of the threat 40% of the leaders surveyed cite “lack of urgency” as a major
and opportunity of digital technologies, Jean-Pierre Remy commu- obstacle to digital transformation in their companies. To fight

february 2015 • • No 253 • 4

DossIer DIG I TA L

inertia, or “the failure to sense the need to change”: n Sustain the transformation
• Build awareness. Start dialogues around the potential threats Loss of momentum is a dangerous threat to the success of your
and opportunities of digital and the need for transformation digital transformation. After an initial phase of high interest and
• Define your starting point. Analyze the maturity of your cur- adoption, change fatigue often sets in, and people go back to
rent digital competencies, and identify which current strategic their old ways of working. To ensure the sustainability of your
assets will help you to excel. Digitally challenge your current digital transformation:
business model. • Build foundation capabilities. Ensure you have a plan for raising
• Create a shared vision. Align other top leaders around a shared digital competence within your organization and a well-structured
vision of your company’s digital future. digital platform. Strengthen IT-business relationships.
• Align incentives, rewards, and recognitions to your digital
transformation objectives.
n Focus investment • Measure, monitor, and iterate. Build a management process that
“Focusing investment is where the rubber meets the road in allows you to measure and monitor the progress of your digital trans-
digital transformation,” write the authors. To focus your early formation and generates enough visibility to adapt course as needed.
digital transformation investments: The 26% higher profitability of digital masters should be
• Translate vision into action. Convert the digital transformation “reason enough to get leadership teams interested,” note the
vision into strategic goals, and translate priorities into a roadmap authors. “But there’s also another, even more fundamental,
of initial activities. reason: when it comes to the impact of digital technologies on
• Build governance. Design governance mechanisms to steer the the business world, we ain’t seen nothing’ yet.”
transformation in the right direction.
• Fund the transformation. Design a balanced portfolio of digital * “Customer Experience Impact Report” (RightNow/Harris Interactive,
investments and figure out the funding mechanisms. 2011).

Digital expertise by industry

The authors divided the companies into four categories of digital maturity: fashionistas, digital masters, conservatives,
and beginners. They note that levels of expertise vary according to area of activity.

FASHIONISTAS DIGITAL MASTERS

Ability to invest wisely digital strategic priorities

Travel and hospitality Telecom

High Technology

Retail Banking

Pharmaceuticals
Consumer Packaged
Goods
•
Insurance
Utilities
Manufacturing
BEGINNERS CONSERVATRICES

Ability to lead digital transformation

FASHIONISTAS Many advanced digital features (e.g., social, mobile applications) in DIGITAL MASTERS Strong overarching digital vision / Excellent governance across
silos / No overarching vision / Underdeveloped coordination / Digital culture may exist silos / Many digital initiatives generating business value in measurable ways / Strong
in silos digital culture
BEGINNERS Management skeptical of the business value of advanced digital CONSERVATIVES Overarching digital vision, but may be underdeveloped / Few
technologies / May be carrying out some experiments / Immature digital culture advanced digital features, though traditional digital capabilities may be mature /
Strong governance across silos / Active steps to be build digital skills and culture

5 • • No 253 • february 2015

inter v iew

Winning the digital battle

at Pernod Ricard
Interview with Maël Tannou, He a d o f Di g i t a l , Sa l e s a n d M a r k e t i n g S o l u t i o n s, P e r n o d R i c a r d G r o u p , Ja n u a r y 2015.

b iography
Pernod Ricard’s head of digital, Maël Tannou,
The Pernod Ricard Group was Maël Tannou’s
explains how this French giant is executing a
last client at CapGemini Consulting. He worked
digital transformation as part of its goal to be to help Pernod Ricard build a digital transfor-
the company that leads growth and changes mation roadmap before being hired in January
2014 as Head of Digital, Sales and Marketing
the rules of the game in its industry. Solutions. In 2011-2012, he was seconded
as a visiting research scientist at the MIT
Sloan School of Management, where he led
DESANGES P-R
the second phase of a global research program
on digital transformation for brick-and-mortar
companies.

“Our mission – créateurs de convivialité need to fulfill their traditional, separate 2012, our first investment in the digital
– has a very strong social component by roles, digital transformation also requires transformation was to create and launch
nature. In this context, new technologies, these leaders to work closer together.” a company-wide social network, called PR
such as social media or mobility, are huge Chatter.” Deputy CEO Alexandre Ricard
game changers that are being massively Digital transformation starts directly sponsored the project and heav-
adopted by consumers. Similarly, our dis- with employees ily promoted adoption. His vision for the
tributors are experiencing major changes As a globally decentralized company, with enterprise social network was to make
as they embrace digital themselves: tra- 18,000 employees spread over 80 mar- decentralization a strength, not a source
ditional partners – such as retailers, bars kets, Pernod Ricard is disparate by nature, of silos across which information does
and restaurants – are going through their adapting group strategies to local contexts not get shared. “He communicated that
own digital transformations; new players as needed. This means that to succeed the point of being active on the platform
are arriving, such as Amazon or Flash-sales at a Group-level digital transformation, is to be able to replicate local successes
websites; and finally new business models they first needed to create stronger links quickly,” explains Maël. “There are many
– such as direct-to-consumer approaches – between all of their dispersed employees. great applications available out there now,
are becoming more and more accessible,” “Before being able to change the way we so the challenge wasn’t technical. The
says Maël Tannou. In the implantation of engage with consumers and other exter- big challenge initially was adoption. It
Pernod Ricard’s digital transformation, the nal stakeholders, our digital transforma- was about changing how people work.”
marriage between technology and business tion needed to start with our employees,” During the adoption phase, top managers
is scaling new heights. “One factor that has says Maël. “We needed to raise our global sponsored, encouraged, and led the way on
become most clear to me over the past year digital IQ and overcome internal silos in the enterprise social network. In addition,
is the critical importance of business-IT order to be able to share information and the executive committee gave KPIs to all
relationships,” says Maël. “While both still specific business practices quickly. So, in Group executives, such as percentage

february 2015 • • No 253 • 6

DossIer DIG I TA L

of employees active on the platform per major challenge for them and for us as well.
affiliate. “During this phase, we measured facT sHeeT In terms of brand management, having an
activity. It was about level of engagement GrouPe PernoD rIcarD outdated picture up is counterproductive for
and content generation – how many, how us, which is partly why we are committed to
big, how much.”* creation: 1975 helping our partners in this aspect of their
Headquarters: Paris, France digital transformations.” Pernod Ricard
Managing infobesity after Industry: Drinks has launched a multifunctional project
achieving critical mass employees: 18,000 (2014) (involving tech, business, and legal teams)
“The challenge now that there’s lots of revenue: €8 billion (2014) to build a centralized single platform for
content is to make sure the information everyone to interface on together to keep
is valuable. We need to manage the suc- digital information and images of Pernod
cess of adoption so that we don’t drown social network, Maël notes that efforts to Ricard products up-to-date. “Updating and
in infobesity,” says Maël. In response to raise the company’s general digital IQ are organizing the images and information on
this new challenge, quality KPIs have been important to transformation success. In this single common platform is a major
added to try to measure the value of em- November 2014, Pernod Ricard launched piece of work. Some affiliates were already
ployee posts. “If people just share links, a MOOC to teach the basic and advanced ahead of it, while others did not consider
these are far less valuable than a link with elements of digital to all employees (what it a priority. The Absolut Company is one
a short paragraph that explains why the is big data, social media, etc.) Several brand company that was very mature on the
topic, and so we scaled up their approach
to the entire Group.” Maël notes that such
issues around going digital are always at
once both problems and opportunities, and
“Our company’s IT leaders are becoming more that the solutions tend to demand greater
collaboration than in the past.
business savvy, and our business leaders are
“Digital transformation requires experi-
becoming more tech savvy.” mentation and the generation of new ideas.
When we began our digital transformation,
our deputy CEO delivered a very powerful
message: ‘start often and simple, fail fast,
content is relevant. Hashtags are also an months after its launch, this MOOC counts scale what works.’ This is truly the chal-
indicator of value, because they help the around 1000 active participants. lenge of digital transformation,” concludes
post to be more visible, easier to search and Maël. “The digital world works in an agile
find. These are the type of aspects that we Collaborating to sustain mode, but scaling is still the big challenge.
consider more and more now,” says Maël. the transformation You have to focus on key battles and win
“To achieve this, we designate community “By the end of 2013, an issue that our them, if you are going to transform your
managers, who can explain how to share traditional partners, such as Tesco, Car- business.” n
posts better to their members. We train refour, and WalMart, are facing in their
people when they join; rather than just simultaneous attempts to go digital had be- * After one year, employees had published
giving them their login and password and come apparent,” says Maël. “They now sell 60,000 messages, according to Marie Jung
letting them at it, we also explain how to online, which means they need to have the in her article “Pernod Ricard fait jaillir les
use it. And we provide internal webinars and most correct, recent pictures of our bottles, idées sur son réseau social,” 01net.com,
guidelines.” In addition to the enterprise as well as product descriptions. This is a June 2013.

Pernod Ricard rewards mobile app in April 2014

Every April, Pernod Ricard’s senior managers meet at Les Embiez, an island owned by the Ricard family in the south of
France, to reward some of the best practices shared on the enterprise social network that year. The goal is to promote the
identification, sharing, and, ultimately, scaling of local best practices at the group level. In 2014, one of the best practices
that received recognition is a mobile app that enables any employee to find Pernod Ricard vendors using geo-location and
leave ratings and comments about their experiences at these locations. “To some extent, this app enables all employees to
participate in the sales effort. For example, an employee who went for dinner in a restaurant can contact the sales rep to say,
‘If you have the opportunity to pay this restaurant a visit, looks like there is an opportunity here. I had a nice discussion with
the manager and he would be happy to reference one of our champagnes.”

7 • • No 253 • february 2015

T ÉAM
C S EO ISGTNUADGYE

Digital transformation at
Starbucks, Codelco,
Asian Paints and Volvo
B ased on L eadin g Di g i t a l : Tur ni ng Te c hno l o g y i nt o B u si n e ss Tr a n sf o r m a t i o n b y G e o r g e W e s t e r m a n , D i d i e r B on n et
and An drew McAf ee ( Ha r v a r d Bus i ne s s Re v i e w Pr e ss, O c t o b e r 2 0 1 4 ) .

Starbucks, Asian Paints, Volvo and mining company Codelco are active in vastly different sectors, but they all
share digital mastery in common. Each is using new technologies to alter and improve their operations, how they
interact with clients, or restructure their business model. And all of their different digital transformations began
with compelling visions that were implemented from top-to-bottom while still allowing for employee and customer
input.

Starbucks redesigns the customer

experience 2012 to make ordering and payment faster and easier. Within
Following its spectacular rise to become a multi-billion dollar a year, over three million mobile payments were being made in
business and one of the world’s most famous globalized brands, stores each week, vastly cutting transaction processing fees on
Seattle-based Starbucks’ growth hit a lull in the mid-2000s, both sides of the coffee bar -- and easily justifying Starbuck’s
and by 2008 had seen stock $25 million IT investment. At
price decline 50% on slumping the same time, Starbucks also
sales. In response, the company launched its My Starbucks Idea
decided to reconnect with cus- site, which has received more
tomers using mobile devices, than 150,000 suggestions from
and increase customer satisfac- customers on how to improve
tion by allowing people to use the customer experience. Once
new technologies to react to – ideas are submitted, the online
and become part of – both the community — along with par-
operation and development of ticipating Starbucks manage-
the “Starbucks’ experience.” In ment — discusses proposals,
2009, the company introduced hashes out their refinement and
the myStarbucks phone app as enhancement, and eventually
http://news.starbucks.com/multimedia

a store location and product ushers the most promising and

information service, followed popular concepts into imple-
in 2011 with a mobile app for mentation. The final step of
the company’s loyalty program. that process, known as “Ideas
Mobile payment options via in Action,” allows people to see
Square or Apple’s native Pass- how and when their input will
book feature were introduced in turn up in stores.

february 2015 • • No 253 • 8

 DossIer DIG I TA L

Asian Paints improves processes

As Asia’s third-largest paint company with revenues of $1.8 billion providing for up to 30,000 retailers across the region, Asian Paints
is using digital technologies to manage robust 15% annual growth within a new system that unifies company manufacturing, sales, and
supply operations. In 2011, Asian Paints launched a technology platform to standardize order-taking via a single, centralized call center.
Representatives there are now able to interact with clients and management remotely and quickly, rather than having a sales force of
hundreds pay regular visits to thousands of retailers. To expand that IT deployment further, Asian Paints integrated formerly separate
activity silos of manufacturing, order processing, and the supply and sales network to make them “smarter” and more responsive to one
another by sharing constantly changing activity data. Sharing real-time data has allowed newly-automated manufacturing processes
to adapt rapidly to demand, cut costs, and considerably decrease the environmental impact paint production previously involved. By
adding ideas from sales representatives and clients to the information mix, Asian Paints has also been able to diversify into new high-
end, service-enhanced products like pre-painted walls and other finished building supplies. It has similarly begun direct delivery and
installment of those goods to end-users, which has considerably increased the customer satisfaction. And, according to Asian Paints’
website, the transformation isn’t anywhere near over: “The road ahead is to integrate all our stakeholders including suppliers, employees
and customers to create an extended enterprise.”

Codelco automates tasks

State-owned Chilean mining company Codelco is a titan in its improved quality of work and life for employees, the automation
sector: the company employs nearly 18,000 people, produces enables Codelco mines to operate 24/7 now. “Our business in
10% of the world’s copper, and in 2012 generated $15.9 billion the past was related to physical labor, and today our business is
in revenue. Despite the company’s already formidable prowess more related to knowledge and technology,” said Marco Orellana
and size, its managers looked to what the technology-altered CIO of Codelco Digital.
future of the business could look like and decided to embark on
a digital transformation of their mines. They began in 2012 with
an initiative called “Codelco Digital.” The goal: automate work
once done by humans by outfitting mines and equipment with
data-gathering and transmission technology. New technologies
allowed for real-time monitoring and centralized remote manage-
ment of constantly evolving situations inside four Codelco mines.
They then scaled this digital adaptation to extend the lives of
older mines, allow faster exploitation of newer cites, and connect
Codelco quarries and plants with self-driven transport similar to
those used underground in the extraction process. The digital
automation of formerly human tasks has allowed experienced

Flickr / codelco
miners to swap dirty, dangerous work conditions for remote con-
trol centers, where they apply their knowledge by responding to
data flowing in from embedded devices in mines. In addition to

volvo reinvents its business model

Like most automakers, Volvo traditionally sold its cars to customers through dealerships. Those outlets then
virtually monopolized all subsequent interaction with clients, as well as the valuable information about them
gained from that service relationship. So in 2012 Volvo used the proliferation of hi-tech equipment in its
autos to launch in-car interactive services directly to drivers to supplement those provided by their dealers.
The scheme was based on the Volvo on Call connected-car concept, which allows drivers to use embedded
devices or smartphone apps to contact Volvo representatives for roadside assistance, find nearby gas stations,
garages or tow trucks, or request intervention by fire, medical or police forces. Volvo later introduced stolen
car tracking capacities, remote dashboard apps, and capabilities for such things as locking doors or start-
ing heaters at a distance. It now also issues automated maintenance reminders directly to cars, informing
drivers where nearby dealers are located and openings in their servicing schedules. Direct interaction with
© media.volvocars.com

drivers provides Volvo unprecedented user information as well as enhanced loyalty for services rendered.
The closer proximity between manufacturer and end-user via digital technologies has left all stakehold-
ers better off, with Volvo and its dealerships now pooling customer databases to sharpen their respective
reactivity levels and marketing focuses. n

9 • • No 253 • february 2015

 Go further BooKs WeB

reaD IT aGaIn In BUSINESS DIGEST

n THE AUTOMATION OF KNOWLEDGE WORK: WHAT WILL YOUR JOb bE TOMORROW?
New technologies have reached what Erik Brynjolfsson and Andrew McAfee call an “inflection point.” Rapid progress, particularly in artificial intelligence, has the
world poised on the threshold of a technological revolution. Based on, among other, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant
Technologies by Erik Brynjolfsson ad Andrew McAfee (W.W. Norton & Company, January 2014), “Hong Kong VC firm appoints robot to its board by Aviva Gat (Geektime,
May 2014) and “Deep Knowledge Venture’s Appoints Intelligent Investment Analysis Software VITAL as Board Member (PRWEB, May 2014).
Business Digest nº 249, September 2014.

n SIX vITAL SKILLS FOR 2.0 LEADERSHIP

Whether you’re the head of an IT startup or a 100-year-old industrial company, knowing how to mobilize social networks is a key individual and collective performance
factor. Based on, among others, “Six social-media skills every leader needs” by Roland Deiser and Sylvain Newton (McKinsey Quarterly, February 2013) and “Les
nouvelles technos ne détruisent pas le cerveau, elles s’y adaptent” by Hubert Guillaud (Le Monde, March 2013), The End of Leadership by Barbara Kellerman
(HarperBusiness, April 2012) and the interview with Zachary Rosenberg, EVP Chief Growth Officer, Horizon Media, May 2013.
Business Digest nº 237, June 2013.

bUILD FOR CHANGE: REvOLUTIONIZING CUSTOMER

ENGAGEMENT THROUGH CONTINUOUS DIGITAL INNOvATION
By Alan Trefler (Wiley, June 2014).
@ on THe WeB
Alan Trefler, co-champion of the 1975 World Open Chess Championship,
founded the American software company Pegasystems in 1983. Many « Leading Digital Authors Meet MIT Sloan Management
of its products focus on customer service and predictive analytics. In Review »
his new book, he explains how companies can use digital innovation to
turn the changing rules of customer engagement to their advantage. “No Michael Hopkins, Editor-in-Chief of MIT Sloan
great change is achieved unless an enterprise’s leaders and managers Management Review, meets with the three authors
change how they think and behave,” warns Trefler. “What has been of Leading Digital to discuss how the great majority
the key to past success may not be the key to success in the future. That is especially true with of today’s companies still need to change in order to
respect to the role of information technology and how it is managed.” According to him, companies become “digital masters.”
that do not succeed at adapting to digital-driven changes in customer expectations are doomed to
die in what he describes as the mounting “customerpocalypse.” youtube.com/watch?v=B7Yhy8zCeFE&index=60&list=PL
00dM0p-gE3QX5AOLvmc9d3NgQlLSjl5B

@
DIGITAL DISRUPTION: UNLEASHING THE NEXT WAvE
OF INNOvATION
De James McQuivey (Amazon Publishing, février 2013).
James McQuivey’s specialty is the power and impact of digital disruption
on traditional businesses. For over a decade, he has worked as a
youtube.com

consultant at Forrester Research to help big companies learn the art

of digital innovation. “This book is about the fundamental change in
our lives that will be caused by digital disruption,” he writes. “In these
pages, we will prove that digital disruption exists, demonstrate how
it can be used by anyone in any industry, and implore you to make
yourself as read—as disruptive—as you possible can be. Why? Because digital disruptors are
turning our world—and your industry—upside down.” As James McQuivey’s book argues, as digital
technologies continue to change how we live and do business, “the only way to compete is to
evolve.”

february 2015 • • No 253 • 10